Purpose

Supplier diversity has roots in US supply chains going back 50 years. Unfortunately, supplier diversity programs have been hindered by less than wholehearted buyer adoption and stakeholder engagement. The original scoping of supplier diversity also holds limitations when comparing to the multidimensionality of the diversity and inclusion concept. The purpose of this article is to share lessons learned from the development of an innovative supplier diversity program by Moet Hennessy aimed at more sustainably scoping, scaling and stimulating supplier diversity programs.

Design/methodology/approach

The development and the design of Moet Hennessy’s supplier diversity program is presented. The design was informed, and partially supported by, a collaboration with the author. Critical reflections on pitfalls and outstanding questions are developed based upon the program design.

Findings

Moet Hennessy developed a supplier diversity program that is more comprehensively defined, targets a more global scale and includes innovative stakeholder engagement techniques such as the development of supplier diversity champions in the business. The program also is embedded in existing environmental social and governance initiatives.

Originality/value

Moet Hennessy’s supplier diversity program was not mandated by one of its customers but sourced from an academic collaboration and stimulated by competitive opportunity. The program was designed bottoms up, not top down. The program is sponsored outside of procurement and has champions throughout the business. The program expands beyond the traditional scoping of supplier diversity programs. Pathways and pitfalls for managers are identified based upon insights from Moet Hennessy’s experience. These inform suggestions for further research.

中文翻译：

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行业洞察：酩悦轩尼诗在葡萄酒和饮料行业制定创新的供应商多元化计划

目的

供应商多元化在美国供应链中的根基可以追溯到 50 年前。不幸的是，供应商多元化计划因买家不全心全意的采用和利益相关者的参与而受到阻碍。与多元化和包容性概念的多维性相比，供应商多元化的最初范围也存在局限性。本文的目的是分享酩悦轩尼诗制定创新供应商多元化计划的经验教训，旨在以更可持续的方式界定、扩大和刺激供应商多元化计划。

设计/方法论/途径

介绍了酩悦轩尼诗供应商多元化计划的开发和设计。该设计是由与作者的合作提供的信息和部分支持。根据计划设计对陷阱和突出问题进行批判性反思。

发现

酩悦轩尼诗制定了供应商多元化计划，该计划的定义更加全面，目标更加全球化，并包括创新的利益相关者参与技术，例如在业务中培养供应商多元化冠军。该计划还嵌入现有的环境社会和治理举措中。

原创性/价值

酩悦轩尼诗的供应商多元化计划并非由其某个客户强制执行，而是源于学术合作并受到竞争机会的刺激。该程序是自下而上设计的，而不是自上而下设计的。该计划在采购之外得到赞助，并在整个企业范围内拥有支持者。该计划超出了供应商多元化计划的传统范围。根据酩悦轩尼诗的经验洞察，确定了管理者的路径和陷阱。这些为进一步研究提供了建议。